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TANZANIA CIVIL AVIATION AUTHORITY

2ND FIVE-YEAR STRATEGIC PLAN

2009/10-2013/14

1 July 2010


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Document No:TCAA/QSP/DGs/CP 01

Title: Strategic Plan of 91

ABBREVIATIONS

ACC Area Control CentreACIP Africa Comprehensive Implementation ProgramADS-B Automatic Dependency Surveillance - BroadcastAFCAC African Civil Aviation CommissionAFICAD Africa Central AIS DatabaseAFTN Aeronautical Fixed Telecommunication NetworkAIB Accident Investigation BranchAIS Aeronautical Information ServicesAMEs Aircraft Maintenance EngineersANS Air Navigation ServicesATCL Air Tanzania Company LtdATCOs Air Traffic Control OfficersATMO Air Traffic Management OfficerATS DS Air Traffic Services Direct SpeechAVSEC Aviation SecurityAWOS Automated Weather Observation SystemBASA Bilateral Air Service AgreementCASSOA Civil Aviation Safety and Security Oversight AgencyCATC Civil Aviation Training CentreCATRO Chief Air Transport Regulation OfficerCBAF Chief Business analysis and ForecastCCC Consumer Consultative CouncilCCs Compliance ChecklistsCCU Complains Consultation UnitCNS Communications, Navigation and SurveillanceCS Corporation SecretaryCVOR Conventional Very High Frequency Omni-Directional Radio Range DANS Director of Air Navigation ServicesDAR-FIR Dar es salaam Flight Information RegionDCS Director Corporate ServicesDER Director Economic RegulationDIAF Director International AffairsDME Distance Measuring EquipmentDSR Director Safety RegulationDVOR Doppler Very High Frequency Omni-directional Radio Range EAC East African CommunityFAA Federal Aviation AdministrationFAL FacilitationFPL Flight PlanGASP Global Aviation Safety PlanGASR Global Aviation Safety RoadmapGDP Gross Domestic ProductGNSS Global Navigation Satellite Systems

This is a controlled document Issued on: 1 July 2010


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GPS Global Positioning SystemIATA International Air Transport AssociationICAO International Civil Aviation OrganisationICT Information and Communication TechnologyIET Institute of Engineers of TanzaniaILS Instrumental Landing SystemISO International Organisation for Standardisation JNIA Julius Nyerere International AirportKIA Kilimanjaro International AirportKRA Key Result AreaPBN Performance Based NavigationRVSM Reduced Vertical Separation MinimaSADC Southern Africa Development CooperationSARPS Standard and Recommended Practices SMS Safety Management SystemSSP State Safety PlanUACC Upper Area Control CentreUFIR Unified Upper Flight Information RegionUSAP Universal Security Audit ProgrammeUSOAP Universal Safety Oversight Audit ProgrammeVCCS Voice Communication and Control SystemVHF Very High FrequencyVOR Very High Frequency Omni-directional Radio Range VSAT Very Small Aperture TerminalWAN Wide Area NetworkWGS-84 World Geodetic System-84YD Yamoussoukro Decision



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TABLE OF CONTENTS

EXECUTIVE SUMMARY ........................................................................................... 4

1. INTRODUCTION ........................................................................................................ 5

2. OVERVIEW OF THE AVIATION INDUSTRY ............................................................ 6

3. BUSINESS ENVIRONMENT AND CHALLENGES FACING THE INDUSTRY ...... 14

4. STAKEHOLDERS’ EXPECTATIONS ..................................................................... 19

5. ENABLERS AND BARRIERS ................................................................................. 20

6. MISSION, VISION, MOTTO AND VALUE STATEMENTS ..................................... 21

7. KEY RESULT AREAS ............................................................................................. 23

8. ORGANISATION STRUCTURE .............................................................................. 26

9. FINANCIAL PROFILE ............................................................................................29

APPENDIX I: STRATEGIC OBJECTIVES………..…………….………...…..30 - 65

APPENDIX II: ACTION PLANS…………………………………......………….66 – 76

ANNEX 1: EQUIPMENT REPLACEMENT PLAN 2009-2014...............……..77 - 87

APPENDIX III: ORGANISATION STRUCTURE……..…….……..……………..……88

APPENDIX IV: FINANCIAL PROFILE…………………………......………………...89



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STRATEGIC PLAN OF THE AUTHORITY FOR THE YEARS2009/10 TO 2013/2014

EXECUTIVE SUMMARY

This second five year Strategic Plan which covers the financial years from 2009/10 to 2013/2014, will carry over the unaccomplished tasks from the first Strategic Plan, which ended on 30 June 2009. The Plan became effective from 1 July 2009 and this is its first revision.

While the first Plan guided the Authority to put into place the institutional infrastructure and the requisite tools of carrying out the Authority's regulatory and service provision roles, this Plan will consolidate the achievements made and steer the Authority into a more effective and efficient organization by benchmarking its services against best practices.

Although the Statements, Key Result Areas (KRAs) and Strategic Objectives have remained more or less the same as they were in the first Plan, some few changes have been introduced in a couple of areas and the order of the Statements have been changed slightly.

The Plan is presented in nine Chapters. Chapter 1 is the Introduction, while Chapter 2 reviews the aviation industry nationally, regionally and globally during the preceding five years. Chapter 3 on the other hand, gives an overview of the business environment and the challenges likely to be faced in the ensuing five years.

Chapter 4 summarizes the major stakeholders expectations which were obtained at workshop organized as part of the preparations of this Plan. Chapter 5 takes note of strengths, weakness, opportunity and threats which are grouped into two main categories of enablers and barriers.

Chapter 6 presents the high level Statements - Mission, Vision, Motto and Core Values while Chapter 7 has the summary of the Key Result Areas and the corresponding Strategic Objectives. The Authority’s Organisation Structure is presented in Chapter 8 while Chapter 9 concludes with the financial profile of the five years planning period.

The Strategies, Service Delivery Targets and Key Performance Indicators appear in Appendix 1 while Appendix II has the associated implementation Action Plans with its Annex of the Equipment Replacement Plan. Appendix III contains the Authority’s Organisation Structure.



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SECOND FIVE YEAR STRATEGIC PLAN OF THE AUTHORITY (2009/10 TO 2013/2014)

CHAPTER 1: INTRODUCTION

The Tanzania Civil Aviation Authority (the Authority) was established on 1 November 2003 as a corporate body, pursuant to the Civil Aviation Act, Cap. 80 (R.E. 2006).

The Act mandates the Authority to provide safety, security and economic oversight of the civil aviation industry in Tanzania. The regulated services fall in three categories: air transport services, aeronautical airport services (airside airport operations, ground handling, in-flight catering and aviation fuelling) and air navigation services. During the planning period, it is envisaged that the Authority will also continue providing air navigation services.

Subsequent to its establishment, the Authority prepared its first Five-year Strategic Plan which covered the 2004/05 to 2008/09 financial years. The first Plan guided the Authority to put into place the organizational infrastructure and the basic tools of carrying out the Authority’s mandate. The tools included the regulations, policies and procedures both for the oversight and administrative functions.

This second Plan covers the ensuing five financial years - from 2009/10 to 2013/2014. This Plan builds on the experience which has been gained during the implementation of the first Plan by consolidating the achievements from it and improving on the areas of that Plan which were less successful.

This Plan sets out the Authority’s Mission and Vision statements, Core Values and Key Result Areas (KRAs). For each KRA, strategic objectives and service delivery targets are stipulated. The Plan assigns responsibilities to key staff to oversee its implementation. In addition, the performance of each individual employee is derived from the Plan. Therefore, the Plan provides a basis for the periodic evaluation of the performance of the Authority based on measurable key performance indicators.

In developing this Plan, due consideration has been taken to ensure it fits in well with the objectives of the National Development Vision 2025 and the National Transport Policy of 2003.

The Plan is reviewed annually and this is the first such review.



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CHAPTER 2: OVERVIEW OF THE AVIATION INDUSTRY

Aviation Safety

Safety performance, which is normally depicted by the number of fatalities from air accidents, has shown a general downward trend of fatalities in the world from the peak of 2005 as depicted in Figure 1 below. The number of hull loses declined in 2006 and 2007 but spiked up in 2008 but without the corresponding number of fatalities.

Actual IATA figures for world regions in 2008 show that the poor performers include the Commonwealth of Independent States (CIS)) countries, which have gone from a zero rate per million flights in 2007 to 7.92 in 2008, making it the worst regional performer of all for Western-built jet hull losses. Meanwhile, Latin America has worsened from year to year from 1.76 to 2.77; the Middle East and North Africa from 1.18 to 2.22; Europe from 0.32 to 0.45 and North America from 0.1 to 0.48.

The regions which have shown improvements are Southern Africa, moving from 4.46 to 2.11, Asia Pacific, down to 0.32 from 3.01, and North Asia (not including the CIS), which has improved from 0.97 to a zero accident rate per million flights.

In 2009, only 3 aircraft registered in Africa had accidents with a total of 11 fatalities. Globally, there were 56 fatal accidents and 760 fatalities in 2008 while in 2009, the respective figures were 44 and 832 fatalities.

The global annual average is 830 deaths in the last 10 years.

Figure 1

WORLD AIRLINE FATAL ACCIDENTS AND FATALITIES 2000-2009

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Tanzania has generally seen low numbers of accidents due to low volumes of operations. However, during this period, the incidents remained considerably high as depicted by Figure 2 below.

During the year 2008, eleven (11) people lost their lives from 4 accidents and 11 reported incidents. This was the worst year during the five year period. There were no fatal accident in 2009 although15 incidents were reported.

Figure 2Accident & Incident in Tanzania

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Traffic Performance:

During the preceding period, world passenger traffic increased from 4,272million in 2005 to 4874million in 2008 which is 14.1% growth. However, passenger traffic decreased to 4728 million in 2009, recording a decline of 3% from the previous year. The passenger traffic performance for the past 5 years is depicted in Figure 3 below:-



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Figure 3

Source: ACINB: Year 2009 figures are TCAA’s estimates

The general growth is attributed to developments in the world economy, with world GDP growing from US $ 51,480 billion to estimated 67,924 billion during same period, recording a growth of 31.9% (an average growth of 8 % per annum). On the other hand, cargo uplift increased from 73.9million tons in 2005 to 86.0million tons in 2009, recording a growth of 16.4% in 2009(an average of 3.3% per annum) as shown in Figure 4.

Figure 4This is a controlled document Issued on:

1 July 2010


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Source: ACINB: Year 2009 figure are ACI estimates

The growth of cargo uplift was lower compared to passenger traffic, as the former grew at 3.3% per annum, while the latter grew at an average rate of 8% per annum.

With regard to Africa, during the preceding period, passenger uplift grew from 101.3million passengers in 2005 to 124.5million passengers in 2007; recording a growth of22.3%. However, in 2008 and 2009, the region experienced passenger uplift declines from year 2007 of 19.4% and 22.9% respectively, compared to previous years. This is shown in Figure 5 below.

Figure 5



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As for cargo, Africa recorded declines in growth as early as in 2007. The cargo uplifts grew from 1.1million in 2005 to 1.4million tons in year 2006. Thereafter the cargo uplifts slipped down to 1.2million, 0.9million and 0.8million tons in 2007, 2008 and 2009 respectively. The situation is depicted in Figure 6 below:-

Figure 6




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Passenger traffic in the country grew from 2,246,211 in 2004/05 to 3,268,773 in 2007/08, recording a growth of 45.5%. However, in the following financial year of 2008/09, passengers declined to 2,791,381, recording a decline of 14.6%. Nevertheless, passengers are expected to grow to 2,963,916 in 2009/10 from 2,246,211 in 2004/05, recording a growth of 32.0%. This performance is shown in figure 7 below

Figure 7

Source: TCAANB: Year 2009/10 figures are estimates

With regard to cargo uplift in Tanzania, there has been mixed performance as Figure 8 below shows:-

Figure 8



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Cargo

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Cargo 35,618.1 34,711.3 36,230.2 29,919.8 28,589.9

2005/06 2006/07 20070/8 2008/09 2009/10

Source: TCAA

The decline in cargo uplift was mainly attributed to decline in exports of fish fillets by air from Mwanza, which declined from 35,618.1 tons in 2005/06 to 29,919.8 tons in 2008/09, recording a decline of 16%.

The aforementioned notwithstanding Tanzania’s GDP is expected to increase from 12,068 billion shillings in 2005 to 16,084 billion shillings in 2009 (estimate), hence growing at an average rate of 6.6% per annum, as shown in figure 9 below.



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Figure 9

Source: National Bureau of statisticsNB. Year 2009 and 2010 figures are estimates

During the period, the government continued to implement and strengthen economic liberalisation policies, which resulted in continuous economic growth.



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CHAPTER 3: BUSINESS ENVIRONMENT AND CHALLENGES FACING THE AVIATION INDUSTRY

Safety Regulation

During the five years of this Plan, priority will be put on the effective implementation of the eight critical elements of the safety and security oversight system. This will entail shifting from a prescriptive to a performance based oversight system, with more collaboration between operator and regulator. It is expected that this will encourage the industry to become more self compliant as a best practice for their business and aviation safety.

Both the industry and regulator safety management systems (SMS/SSP) will be consolidated into place. Parallel to this, an effective oversight of SMS will be enhanced. This is a measure of aviation safety enhancement by examining actual data in the system and isolating the trends that could cause accidents and incidents.

During this period, the mandate for safety and security oversight requirements will evolve with the industry growth, changing technologies and procedures including PBN (performance based navigation), ADS-B, GNSS and RVSM. Training and retention of qualified personnel will be given high priority for capacity and capability building to satisfy demand.

The establishment of a core accident investigation branch (AIB), independent of the regulator, at the Ministry and possibly later at a regional level, will be in compliance with ICAO Annex 13. For the Branch to be effective, it has to have appropriately trained and qualified accident investigators.

Likewise, emphasis will be put on meeting the safety strategic objectives of ICAO through the Global Aviation Safety Plan under the Global Safety Initiatives and in particular, under the Africa Comprehensive Implementation Program (ACIP) and Global Aviation Safety Roadmap (GASR) initiatives.

During the period, resources will also be directed towards the strengthening of regional safety initiatives in particular CASSOA at the EAC and the SADC COSCAP Project, to complement the national capability to meet international safety and security oversight obligations by the pooling of resources.

Another priority area during this period is to maintain the currency of the civil aviation regulations and associated guidance materials so that they are compliant with ICAO Annexes as these are amended from time to time.

The operationalisation of the Training Fund, which is expected to cater for industry personnel, will be given priority. In addition, the study being conducted by the Dar es salaam Institute of Technology, on the feasibility of offering an aircraft maintenance



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engineering course at the Institute will be followed up closely. Other similar institutes could also be pursued along similar lines.

Economic Regulation

Tanzania has abundant tourist attractions. This fact, coupled with the country’s strategic geographic location, gives the country a big potential for the development of an air transport hub. However, to facilitate this potential, the country needs strong national airlines and adequate airport and air navigation infrastructure. This is a challenge to both the public and private sectors. The Authority will continue its campaign on the need of a strong national airline during the period.

Liberalization of air transport, which is gaining momentum as the implementation of the Yamoussoukro Decision (YD) gradually takes off, calls for expansion and upgrading of airports and air navigation infrastructure to handle expected traffic increases. However, to achieve this efficiently and effectively, there is an urgent need to prepare a Civil Aviation Master Plan which will take on board the industry’s needs for at least the next 25 years. It is expected that this Master Plan will be prepared during the beginning of these five years and will guide the execution of the Plan during the latter part of the Plan.

With regard to the economic regulatory framework, the Authority needs to enhance capacity and address challenges immediately, especially with respect to revising regulations whenever they act as impediments to the development of the industry.

The stakeholders ought to further be educated on the need for economic regulation of the industry due to the inherent market imperfections. However, the challenge here is to make sure that the industry is not overregulated and that economic regulatory activities are not unnecessarily a burden to the industry. The objective should always be that economic regulatory activities act as a catalyst to aviation development.

Air Navigation Services

During these five years, air navigation services will continue to be provided in accordance with the required standards, quality, efficiency and cost-effectiveness. The overall performance of the air traffic management network will be improved by the application of the performance based processes, provision of timely and accurate information as well as maintaining reliable and efficiently communication, navigation and surveillance infrastructure. Air navigation services may commence to be provided at other stations, which are currently not covered, taking into consideration the user requirements and needs as well as traffic volume analysis.

Aeronautical Search and Rescue operations in the Dar es Salaam FlR will continue to be coordinated by the Division. This will be achieved by ensuring that the Rescue Coordination Centre at JNIA is always in a state of preparedness for immediate action



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with facilities, data and well trained personnel. Additionally, operationalization of Agreements with neighbouring states in the EAC and SADC will be enhanced.

The transition from the current Air Traffic Management environment to a more performance-based system aimed at mitigating the aviation challenges in regard to air space congestion, efficiency, fuel consumption and environmental requirements will be given greater impetus so as to enhance flight safety, efficiency, capacity and usability of available airspace. The way forward is to start implementing the performance based navigation concept and the application of Area Navigation and Required Navigation Performance.

Efforts will be directed towards the implementation of WGS-84 for all information published in the AIP and the eventual implementation of electronic Terrain and Obstacle database. Additionally, the automation of the AIS static data (AIP), including linkages with the proposed AFICAD-Africa Central AIS Database will be undertaken during the period.

Installation of new and replacement of aging equipments, including software, will be carried out including installation of VOR/DME at Mbeya (Songwe) and Dodoma Airports (funded by the Government) and the replacement of the current VHF Extended Range equipment.

During the period, alternate means of surveillance will be studied and possibility of adopting ADS-B, multi-lateration or other non-radar surveillance systems will be reviewed.

Furthermore, as required by ICAO, emphasis will be given to implementing a formal safety management system (SMS) in air traffic services to ensure compliance with the requirements of ICAO annex 11 and other relevant SARPs.

The Division will strive to meet the needs and expectations of its customers through implementation of Quality Management System based on ISO 9001:2008 standards in the provision of air navigation services in the United Republic of Tanzania and its delegated airspace.

The facilities at the CATC will be up-graded to meet the increased demand for its services and its capacity to run other ICAO courses (apart from the purely air navigation ones), will be enhanced so as to make the Centre more appealing to the industry and thus enable it attract more clients within and outside Tanzania. Efforts to construct new premises for the Centre will be given greater emphasis, with a view of relocating from the current premises by 2014.

At the regional level, the Authority will continue to collaborate with its partners and other regional and international bodies to implement a unified Upper Flight Information Region for the EAC States by 2014 and possibly with the SADC States too.



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Corporate Services

During this five-year period, the Authority will continue to put emphasis on organizational performance, efficiency and effectiveness. A consultant has completed the designing and formulation of the costing system for the Authority and this will enable the establishment of cost-based charges as per ICAO policies on user charges and fees, which will make the charges more transparent and justifiable to the users. This move is one of the means of ensuring sustainable revenues to finance the Authority’s operations.

Other means of widening the Authority’s revenue base will be explored including introduction of new charges. However, due to the very low profit margins in the aviation industry, caution will be exercised so that new charges or revisions, if introduced, will not adversely affect the growth and financial sustainability of the industry. Consultation with users will be respected.

The Authority’s ability to deliver quality services is directly dependent on the quality of its human resources. Therefore, greater emphasis will continue to be put on ensuring that the Authority is able to attract and retain a competent work force at all times. Towards this goal, the Authority has completed the job evaluation exercise during the first year of this Plan and this has resulted into a relatively improved salary structure. This enhancement will go in parallel with the implementation of the improved and systematic performance appraisal of each staff, which will continue to be based on measurable performance indicators. An incentive scheme will be developed so as to enhance performance by linking reward to productivity. This will continue to be supported by putting into place a training programme and dedicating adequate funding for its implementation of not less than 5% of the Authority’s operational budget per annum.

To ensure the provision of high quality services to its customers, all the divisions will implement the Quality Management System under ISO 9001:2008 and benchmark its processes against best practices in the industry. The Air Navigation Services Division has been ISO certificated in 2010 and the other divisions will subsequently follow such that by the end of the period, the entire Authority is fully ISO certificated. Thereafter, a client service charter will be formulated, committing the Authority to meet its customers’ expectations as will be agreed upon in the charter.

During this period, the use of ICT as a tool to enhance organizational efficiency will be expanded and integrated even further, moving the Authority towards e-office environment. This will entail linking all the Stations in a network and installing servers which will be accessed by staff as required. The internet will be used more to promulgate information to the industry and most documents will be downloaded directly from a secure section of the website. Further, installation of an integrated payroll, human resources and procurement system has commenced in the first year of the Plan and will be extended to Mwanza, Arusha and Zanzibar Stations before the end of the period.



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Construction of Aviation House is expected to be completed by June 2010. It is expected that the move to the new office premises will be effected before end of 2010. This will greatly enhance the working environment of the staff, who have heather to been scattered at different office premises. The building, which is located within the JNIA premises, will bring the Authority closer to many of its customers.



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CHAPTER 4: STAKEHOLDERS’ EXPECTATIONS

During this period, the Authority will continue to address the various concerns of its stakeholders and customers by taking the necessary measures promptly. In particular, the following will be given priority:

a) Having enough flight safety, security and economic inspectors to meet industry demands timely; ,

b) Continuously upgrading and updating the information posted on the Authority’s Website and improving its accessibility;c) Preparation of the Civil Aviation Master Plan;d) Development of air cargo business;e) Development of sub-sector capacity to engage in public-private partnerships;;f) De-linking of the Air Navigation Services from the regulatory services

Further, the Authority will continue to implement both scheduled and non-scheduled consultations with its stakeholders on a wide range of issues of common interest such as policy formulation, regulations and strategies to enhance safety and security.



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CHAPTER 5: ENABLERS AND BARRIERS

Strategies of effectively harnessing the Authority’s enablers and managing the barriers will be enhanced to ensure the Authority achieves its objectives efficiently. As a body corporate, the Authority has autonomy which allows it to make faster decisions and implement plans more expeditiously than for institutions which lack such legal status. Though not adequate in numbers, the Authority has competent specialist staffs that provide regulatory oversight while for the provision of air navigation services; both the specialist staff and the infrastructure are acceptable.

The Civil Aviation Training Centre (CATC), which trains various courses mainly in basic air traffic management, aeronautical information services, air navigation engineering and aviation security will continue to be an important asset for the development of the Authority’s staff and others from Tanzania and within the region.

On one hand, the lack of technical personnel in the local labour market will require the Authority to come up with innovative strategies of attracting and retaining these personnel. The Civil Aviation Master Plan, which is vital in ensuring coordinated development of the industry, will be formulated during the period, with involvement of all stakeholders. New premises for CATC will be given priority during this period.

On the other hand, opportunities brought about by the growing tourism sector, conducive investment policies, liberalization and regionalization will be exploited to facilitate the growth of the aviation industry. The growing horticulture industry and fish products, particularly from Lake Victoria, provide great opportunity for air cargo industry to be established in the north of the country. The Authority plans to pursue this during this period.

However, in order to exploit the available opportunities, the airport infrastructure will have to be improved and the national carriers strengthened. The global economic crisis, which has negatively impact the expected growth of the industry in 2009/10, is expected to end midway during the period and positive growth is expected by the end of the period.



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CHAPTER 6: MISSION, VISION, MOTTO AND CORE VALUE STATEMENTS

The Mission and Vision Statements are directly derived from the mandate of the Authority and do also subscribe to the Tanzania Development Vision 2025, which aims for “an economy, which is competitive with sustained growth for the benefit of all people”.

The Statements are also formulated within the context of the Vision of the National Transport Policy, 2003, which is “To have efficient and cost effective domestic and international transport services to all segments of the population and sectors of the economy with maximum safety and minimum environmental degradation”.

The Motto captures one of the most important roles of the Authority – that of ensuring aviation safety and recognizes that this can only be achieved in partnership with the industry and other stakeholders.

The core values portray the fundamental principles guiding the Authority’s corporate and individual employee’s character.

The Mission Statement: “To ensure safety, security and regularity of civil aviation in Tanzania by providing effective oversight and efficient air navigation services while maintaining quality, protecting the environment and safeguarding the interest of consumers and the public”.

The Vision Statement:“The civil aviation system in Tanzania to be amongst the safest, most orderly and sustainable in the world”.

Motto:Aviation Safety and Efficiency. Our Commitment. In Partnership.

Core ValuesThe Authority, as a corporate citizen and each of its employees will be distinguished by their adherence to the five fundamental beliefs that bind their moral fabric while discharging their responsibilities as mandated:

IntegrityWe are firm, transparent and fair in all our undertakings.

ProfessionalismOur Staff are highly competent and adhere strictly to laid down rules, procedures and their professional codes of ethics and conduct.



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EfficiencyThe Authority’s performance is results oriented. We ensure the value for money of the services we provide.

QualityWe guarantee quality of the services we provide within and outside the Authority.

People CentrednessWe treat employees and stakeholders with respect. We listen to their opinions and their contributions are always valued.



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CHAPTER 7: KEY RESULT AREAS

The following key result areas and strategic objectives together with their rationales prescribe the Authority’s service delivery outcomes for the planning:

KRA 1: SAFE AND SECURE CIVIL AVIATION SYSTEM

Strategic Objective 1 - To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures over the five year period.

Rationale: A safe aviation system is a result of all concerned parties, the regulator and the industry working together, consistently identifying and applying appropriate interventions, which enhance safety. Oversight enhances compliance and identifies preventive and corrective measures to enhance safety. A decrease in accident and incident rates is an indication of a compliant industry to safety regulations, requirements and best industry practices.

Strategic Objective 2 - To prevent the acts of unlawful interferences against civil aviation.

Rationale: A secure aviation system is a result of overseeing the implementation of security regulations and requirements, identifying the deficiencies and follow up on their resolution. Oversight promotes compliance and provides preventive measures against acts of unlawful interference and enforcement against terrorist threats.

Strategic Objective 3 - To minimise the adverse effects of civil aviation activities on the environment.

Rationale: Civil aviation activities contribute to the degradation of the environment. Particular environmental concern is in the areas of noise levels and local pollution at and around airports and emission of gases which adversely impact on the ozone layer. Measures need to be taken so that while the industry develops and contributes to the economic development of the country, it does so with minimum adverse effects to the environment in which it operates and that it contributes to the international initiatives in preserving the environment.

KRA 2: ORDERLY DEVELOPMENT OF AIR TRANSPORT

Strategic Objective 1 - To undertake active advisory role in civil aviation policy making.

Rationale: The growth of the industry and the effectiveness and efficiency of the civil aviation system are largely impacted by the macro, sectoral and intersectoral policies.



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Subsequently, the Authority must continuously play its advisory role to the Government by providing researched and factual inputs to positively influence such policies. Strategic Objective 2 - To promote effective competition and economic efficiency.

Rationale: Usually, liberalization does lead to effective competition and economic efficiency. However, markets are sometimes imperfect and to avoid ruinous and wasteful competition, regulation is necessary. Further, in monopoly or quasi-monopolistic situations, there is little incentive to operate efficiently. Consequently, economic oversight is necessary to ensure effective competition and economic efficiency.

Strategic Objective 3 - To protect the interest of consumers and investors.

Rationale: Satisfied consumers (in terms of quality of services and value for money) of regulated goods and services will enable the air transport to be a mode of their choice even on short sectors. Similarly, assurance of investors that they will be allowed to generate a fair returns to their investment will attract more investors which are key to the development of the industry.

Strategic Objective 4 - To facilitate air transport.

Rationale: Good facilitation of air transport will attract more users of our airports. More traffic can also be accommodated with efficient facilitation.

KRA 3: SAFE, ORDERLY AND EXPEDITIOUS FLOW OF AIR TRAFFIC

Strategic Objective 1 - To prevent aircraft collision and reduce the rate of air traffic incidents by 50% over the five years period from the 2007/08 rate of 0.62 per 10,000 aircraft movements.

Rationale: The reduction of air traffic incidents is a measure of enhanced safety in the airspace and thus translates into a provision of a safe and expeditious air traffic services.

Strategic Objective 2 - To ensure the efficient provision of air navigation services.

Rationale: An increase in the productivity and cost effectiveness of the provision of air navigation services is a measure of the efficiency of the services.

Strategic Objective 3 – To strengthen the Civil Aviation Training Centre

Rationale: A strengthened CATC will reduce the Authority’s cost by providing more training of its staff at the Centre. This will also enhance the Centre’s revenues and make it less dependent on the Authority.

KRA 4: ORGANIZATIONAL EXCELLENCYThis is a controlled document Issued on:

1 July 2010


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Strategic Objective 1 – To maintain a surplus of revenue over operating expenditure.

Rationale: Proper management of Authority’s funds such that every year, revenue surpasses operating expenditure, will ensure that the Authority remains financially sustainable. It is the surplus which finances capital expenditure.

Strategic Objective 2 – To attract and retain a highly skilled and motivated workforce.

Rationale: Having competent and motivated staff is a key factor in ensuring that the Authority delivers quality services that are efficient and effective.

Strategic Objective 3 – To benchmark the Authority’s services against best practices.

Rationale: Benchmarking the services provided by the Authority against international standards and subjecting them to constant feedback will ensure that quality is maintained and the needs of customers are met.

Strategic Objective 4 – To participate and influence the development of civil aviation regionally and internationally.

Rationale: Effective participation in industry matters at regional and international levels puts the Authority in the limelight and provides the Authority with rare opportunities of development of its human capital. This will place the Authority at the forefront of adoption of new recommendations and emerging strategies which give the Authority and the country a competitive edge.

The Strategies, Key Performance Indicators and Service Delivery Targets are detailed in the Appendix I, while the respective Action Plans appear in Appendix II.



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CHAPTER 8: ORGANISATION STRUCTURE

The Organisation Structure, which is presented in Appendix III, is a relatively flat one, which facilitates the delegation of authority for specialist activities and enhances effectiveness and efficiency. In addition, the simple structure enhances communications. The Structure will be supported by clear policies, systems, and procedures to make the Authority more responsive to its stakeholders.

The Structure is derived from Act. The Act provides for a Board of Directors and a Director General and for the functions and their associated activities to be carried out in divisions. Some activities are carried out in staff units in the Director General’s Office. The Structure features four Divisions, three of which carry out the core functions of the Authority and the fourth provides corporate and support services.

During this review, the Civil Aviation Training Centre has been moved to the division of Air Navigation Services due to the close relationship the division has with the Centre. In addition, the Procurement Management Unit has been created under the Director General in compliance with the Public Procurement Act of 2004.

A brief description of the roles of the staff units and divisions is presented below:

Staff Units

The Staff Units provide the Director General with expertise advise for key activities that would otherwise be part and parcel of her/his responsibilities. The Units include:

Corporation SecretaryThe Corporation Secretary doubles as the Authority’s chief legal counsel and secretariat to the Board of Directors. The Corporation Secretary has custody of all the Authority’s legal and statutory documents.

Performance Audit UnitThe Unit is responsible for technical, management and financial audit.



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International Affairs OfficeCurrently, the Authority supports the Tanzania’s Representative to the International Civil Aviation Organization in Montreal, Canada. The Representative is an employee of the Authority. This is expected to continue during the next five years.

Public Information UnitThe Unit is the interface between the Authority and the public. It is responsible for issuing public information; preparing and issuing press releases, advertisements, facilitation of the Authority’s visitors and attendance to customers’ enquiries on services of the Authority. The Unit also coordinates social functions and manages the Authority’s Public Register.

Strategic Planning UnitThis unit is responsible for coordinating the Authority planning functions by formulating and producing comprehensive strategic and business plans as well as annual reports and quarterly performance reports. The Unit also coordinates the preparation and updating of the Civil Aviation Master Plan.

Quality Assurance Management UnitThe Unit has been established to ensure that the Authority achieves and adheres to ISO- 9001 standards and other quality management systems.

Procurement Management Unit.The Unit is responsible for procurement activities for the Authority in accordance with the Public Procurement Act and Regulations of 2004. The Authority has also a Tender Board which is responsible for authorizing all purchases.

Functional Divisions

The divisions have delegated authority to carry out specialized functions. These functions are carried out in sections. The functional divisions are responsible for the following activities:

Division of Safety Regulation The Division is responsible for oversight of flight safety and aviation security. Air Accident Investigation, which has hitherto been delegated to the Division by the Minister responsible for civil aviation, is expected to move to the Minister’s Office during the period.

Division of Economic Regulation The Division is responsible for economic oversight of air services and airports/air navigation operations. It also issues industry statistics for planning purposes and provides secretariat to the Ministry in matters of bilateral air service agreements.



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Division of Air Navigation Services The Division is responsible for the provision of air navigation services; air traffic management communication navigation surveillance and aeronautical information services within Dar es Salaam Flight Information Region (DAR – FIR) and at thirteen Stations countrywide. The Division also coordinates search and rescue services in Tanzania.

Division of Corporate Services The Division is responsible for provision of management support services to the Authority in areas of general administration, personnel, financial, information technology, procurement and supplies management and to enhance teamwork among departments.



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CHAPTER 9: PROJECTED FINANCIAL PERFORMANCE

The Authority’s financial performance, which is closely linked with the traffic performance, is expected to be growing steadily with revenues increased annually by about 5% on the average. This trend could change mid term if new proposals of widening the Authority’s revenue base are approved.

The financial profile, which includes the proforma income and expenditure statements; projected balance sheet statements and summary cash flow statements for the first two years, are provided for in Appendix IV.



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Document TCAA/QSP/DG’s/CP 01


APPENDIX I

DIVISION OF SAFETY REGULATIONKRA 1: SAFE AND SECURE AVIATION SYSTEMStrategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATOR RESPONSIBILITY

1. Review, amend, and develop regulatory requirements and guidance manuals.

Manuals:

(i)Maintenance Control Manual(ii)Maintenance Procedures Manual(iii) Aircraft Maintenance Programs(iv) Maintenance Reliability Programs(v) Quality Assurance Manual(vi) General Operations Manuals(vii) Safety Management Manuals(viii)Training Manual(ix) Cabin Crew Manual(x) Security Manuals(xi) Aircraft Operating Manual

Implementing regulations and guidance manuals reviewed/amended in line with Annex SARPS annually.

(i) Review operator’s regulatory manuals not more 3 months from date of receipt.

(ii) Amend and promulgated regulations not more than 6 months from Annex amendment implementation date.

(iii) Develop not more 1 new set of regulations in a year.

i. Reduction in accidents rate by 15% by June 2014 at an average rate of 3% per annum.

Year Projected rate2009/10 2.11010/11 2.02011/12 1.92012/13 1.72013/14 1.6

ii. Reduction in incidents rate by 15% by June 2014 at an average rate of 3% per annum.


Division of Safety Regulation/Division International Affairs



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APPENDIX I

(xii)Risk Management Manual(xiii)Emergency Response Manual(xiv)Configuration Deviation List(xv)Dangerous Goods Manual(xvi) OPSPECS(xvii)Dispatch/flight following/flight locating procedures(xviii)route and Airfield Manual(xix)Cockpit Checklists(xx)Weight and Balance ManualRegulations(i)Civil Aviation(Personnel Licensing) Regulations(ii)Civil Aviation (Air Operations Certification and Administration) Regulations(iii) Civil Aviation(Airworthiness) Regulations



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY

(iv) Civil Aviation(Approved Maintenance Organizations) Regulations(v) Civil Aviation (Operations of Aircraft)Regulations(vi)Civil Aviation(Rules of the Air and air Traffic Control) Regulations(vii) Civil Aviation(Aviation Security) Regulations(viii)Civil Aviation(Air Navigation Services) Regulations(ix) Civil Aviation(Air Accident and Incident Investigation) Regulations(x)Civil Aviation(Aerial Work) Regulations(xi) Civil Aviation (Aerodromes) Regulations(xii) Civil Aviation (Parachute Operations) Regulations.(xiii) Civil Aviation(Commercial Air



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures Transport Operations by Foreign Operator) Regulations(xiv)Civil Aviation(A aircraft Registration and Marking) Regulation(xv)Civil Aviation (Instruments and Equipment) Regulations(xvi)Civil Aviation(Approved Training Organization) Regulations(xvii)And develop a completely new set of regulations to cater for Annex 6 part 2 on General Aviation Operations

(These amendments are necessitated by changes in Annexes)

2.Conduct safety oversights(i) Scheduled inspections-operations2009/10 272010/11 322011/12 362012/13 362013/14 40

(ii) Ad-hoc inspections-operations

i. Reduction in accidents rate by 15% by June 2014 at an average rate of 3% per annum.

Year Projected rate2009/10 2.11010/11 2.02011/12 1.92012/13 1.7

Division of Safety Regulation/Division International Affairs



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures 2009/10 942010/11 1042011/12 1102012/13 1222013/14 135

(iii) Scheduled inspections-airworthiness

2009/10 242010/11 252011/12 252012/13 252013/14 25

(iv)Ad-hoc inspections-airworthiness2009/10 302010/11 362011/12 442012/13 522013/14 60

(v) Scheduled inspections ANS2009/10 272010/11 272011/12 272012/13 27

2013/14 1.6

ii. Reduction in incidents rate by 15% by June 2014 at an average rate of 3% per annum




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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures

3.Develop State Safety Program (SSP) and ensure implementation of SMS and Quality Management System (QMS).

2013/14 27

(vi)Ad-hoc inspections ANS2009/10 272010/11 302011/12 332012/13 372013/14 41

(vii) Scheduled aerodromes

2009/10 1502010/11 1502011/12 1502012/13 1502013/14 150

(viii) Ad-hoc aerodromes2009/10 202010/11 402011/12 752012/13 752013/14 100



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures

4. Provide adequate number of proficient staff and continuous

(a) National SSP developed by December 2009

(b) SMS and QMS fully implemented by December 2012

(i) 30 for air operators2009/10 52010/11 102011/12 15

(ii) 10 maintenance/airworthiness2009/10 22010/11 42011/12 4(iii) 2 for ANS2009/10 02010/11 22011/12 0

(iv) 3 for aerodromes2009/10 22010/11 02011/12 1

(v) review SSP2009/10 02010/11 1



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures 2011/12 22012/13 2(a) 195 man-courses in various disciplines

by 2014

(b) 15 old inspectors and 14 new recruits-New 4 ops

2009/10 52010/11 52011/12 52012/13 52013/14 0

New 3 airworthiness2009/10 02010/11 52011/12 52012/13 52013/14 0

New 2 AGA inspectors2009/10 52010/11 52011/12 02012/13 02013/14 0

New 2 ATM inspectors2009/10 52010/11 5



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures 2011/12 02012/13 02013/14 0

New 1 CNS inspector2009/10 02010/11 52011/12 02012/13 02013/14 0

New 2 PEL officers2009/10 02010/11 52011/12 52012/13 02013/14 0

Old inspectors, repeated for 5 years to remain proficient2009/10 4 OPS x 2= 8

4 AIR x 2 = 82 AGA x 2=41 ATM x 2= 21 CNS x 2= 21 PEL x 1= 1



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures (ix) Standards for recruitment, retention,

training, sharing of inspector resources to meet certification, surveillance and enforcement requirements established

5.Implement 2008 ICAO USOAP recommendations

(i) USOAP recommendations implemented by 100% by June 2014

6. Established hazard and risk assessment database for the Authority

(i) Database for safety performance indicators established by 2010

(ii) Safety communication and education material based on analysis of current and emerging safety trends developed by 2011

7.Encourage the industry to accept compliance responsibility in aviation safety by holding interactive meetings

(i) 4 Meetings with stakeholders annually

(ii) 4 visits to stakeholders annually

i. Operators compliant to implementing regulations by 100% by 2014

8.Strengthen regional initiatives for economies of scale

(i) Pooling of regional inspectors resources by 2014



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APPENDIX I

Strategic Objective 1: To decrease accident and incident rates by 15% from 2007/08 rate of 2.22 accidents and 14.40 incidents per 100,000 departures 9.Establish training fund and

build technical capacity of aviation industry

(i) Training Fund established(ii) 43 pilots and 50 AMEs trained by 2014$50k pilots and $10k local AMEsYear Pilots AME Amount

US $2009/10 5 10 600,0002010/11 8 10 900.0002011/12 10 10 1,200,0002012/13 10 10 1,200,0002013/14 10 10 1,200,000

i. Training Fund operational. An average number of 5 Pilots and 10 AME trained per annum

10. Promote the adoption of GASR best practices across the industry in Africa and in Tanzania

(i) Safety issues and related solutions through gap analysis identified June 2010

(ii) Regional systems and arrangements for addressing safety issues in cooperative way established

i. Implementation of the GAPs identified by GASR by 30% by December 2011

ii. Regional mechanism

Tanzania Mission to ICAO and the office of the President of ICAO Air Navigation Commission



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APPENDIX I

Strategic Objective 2: To mitigate the acts of unlawful interferences against civil aviation


1. Review, amend, develop regulatory requirements and guidance manuals

avsec legislation, regulations and technical guidance manuals amended/ developed

i. Aviation Security Regulations, 2007 reviewed/amended annually

ii. NCSP reviewed/amended annually

iii. NCASTP reviewed/amended annually

iv. NCASQP reviewed/amended annually

v. Certification of Screener Manual reviewed/amended annually

vi. Inspector’s Manual reviewed/amended annually

iii. Establish baseline of unlawful interference by December 2010 and decrease by 15% annually

Division of Safety Regulation

2. Conduct aviation security oversight

(i) oversight of aircraft and airport operators, handling agents, caterers and regulated agents conducted

(ii) Security concerns resolved



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APPENDIX I

Strategic Objective 2: To mitigate the acts of unlawful interferences against civil aviation


3. Encourage the industry to accept voluntary compliance responsibility in aviation security

(i) Quarterly meetings with stakeholders to discuss rectification of security concerns and effective oversight

4. Implement June 2009 USAP Recommendations

(i) Implement June 2009 USAP Recommendations by 100% by 2014

5. Strengthen regional initiatives for economies of scale

(i) Pooling of regional inspectors

resources by 2014

6. Build technical capacity of aviation security

(i) One (1) Avsec inspector recruited together with others trained in mandatory Avsec training by June 2014

i. 26 man courses trained as per NCASTP2009/10 42010/11 42011/12 62012/13 62013/14 6



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APPENDIX I

Strategic Objective 3: To minimise the adverse effect of civil aviation activities on the environment


1. Develop and implement environmental protection manuals

(ii) Environmental protection procedures developed by both regulator and industry on noise, emission and land use management by airport operators by 2010

(iii) Air operators and ANS adoption of operational procedures to improve efficiency and reduce engine emissions (reduction in fuel burns) by June 2011.

i. Retain same levels of emission 0.1 tons CO2

of aviation greenhouse gas emissions on the global climate pollution

ii. Sustain noise level currently till we establish country thresholds by study and sustain or reduce 15% annually

Division of Safety Regulation

2. Require any civil aviation infrastructure development with impact on environment to undertake an Environmental Impact Assessment

(iv) Ensure all aerodrome facilities comply by 100% EIA by 2011

3. Build technical capacity of aviation industry Environmental Impact Assessment and protection

2 recruited/trained by June 20102009/10 1 man-course2010/11 3 man-courses2011/12 2 man-courses



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APPENDIX I

Strategic Objective 3: To minimise the adverse effect of civil aviation activities on the environment


2012/13 0 man-courses2013/14 4 man-courses

4. Assess frequently level ofenvironment impact around airports,particularly major airports (JNIA, KIA,MZA)

(i) Reduce delays, holdings and design and provide shortest routes for operators to fly

(ii) Database for emission trading schemes developed by December 2010 to ensure sustenance of same levels of greenhouse emission

(iii) Establish baseline for noise pollution by December 2010

(iv) Operators’ acquisition of environment compliant equipment by June 2014



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APPENDIX I

DIVISION OF ECONOMIC REGULATION

KRA 2: ORDERY DEVELOPMENT OF AIR TRANSPORT INDUSTRY

Strategic Objective 1: To undertake active advisory role in civil aviation policy issues

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY(i) Compile key issues

annually to discuss with the Ministry and organise quarterly meetings on same

(ii) Undertake research work on policy issues on aviation matters and present to MOID at quarterly meetings

(iii) Facilitate attendance of Ministry officials to key industry seminars and workshops, local and foreign for awareness and training

(iv) Brief the Ministry on coming regulations, review of the same or their implementation

(i) Have issues compiled by end of quarter 1 of every year

(ii) Quarterly Reports of quarterly meetings

(iii) At least two researches conducted annually

(iv) Quarterly briefing as applicable

i. Ministry annual consultations to be increased by 100% from 5 in 2008/09 to 10 by 2013/14

ii. Ministry advised on separation of ANS by 1stQuarter2010/11

iii. ANS separation achieved by 2013/14

iv. Liberalisation in ground handling expanded to other airports by 2013/14

v. Economic regulation expanded to ATOs and AMOs by 2013/14

DERDER

DER



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APPENDIX I

Strategic Objective 2: To promote effective competition and economic efficiency

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY(i) E

ffectively implement liberalisation in air transport

(i) Licensed Air Transport Operators increase from 46 to 56 (21%)

DER

(ii) Ground Handling Operators to increase from 8 to 16 (for handling passengers, baggage, cargo), which is 16% growth. This excludes self handling

FY No. of Ground Handling Operators

2009/10 82010/11 122011/12 122012/13 122013/14 16

DER

(iii) Licensed fuel suppliers to increase from 7 to 610(43% growth) FY No. of Fuel Suppliers

2009/10 72010/11 82011/12 92012/13 102013/14 10

DER


FY No. of Air Operators2009/10 462010/11 502011/12 522012/13 542013/14 56


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APPENDIX I

Strategic Objective 2: To promote effective competition and economic efficiency

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY

(iv)Domestic destinations to increase from 21 to 23 ( 10% growth rate) FY No. of Domestic

Destinations2009/10 212010/11 222011/12 232012/13 232013/14 23

DER

(v) Weekly frequencies for international flights to increase from 148 to 170 (15 % growth rate)

FY No. of Frequencies2009/10 1482010/11 1582011/12 1622012/13 1672013/14 170

DER



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APPENDIX I

(vi)Fleet capacity to increase from 2409 seats to 2,770 seats ( 15% growth rate)

FY No. of Seats (Capacity)2009/10 24092010/11 25012011/12 26002012/13 27002013/14 2,770

DER



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APPENDIX I

Strategic Objective 3: To protect the interests of consumers and Investors

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY(i) Promote effective

competition and economic efficiency

(i) CAMP developed, financed, and started to be implemented by 2014

CAMP TORs ready by July 2009 DER

CAMP developed by 2nd Quarter 2012/13

Implementation of CAMP to start from 2013/14

(ii) Passenger traffic to grow from 2,963,916 in 2009/10 to 4,406,098 in 2013/14(a growth of 31%)

DER

(iii) Aircraft movements to grow from 185366 in 2009/10 to 253173 in 2013/14(a growth of 36%)

(iv)Average On Time Performance (OTP) target for major operators to increase from 88% to 95%


FY Passengers Aircraft Movements

2009/10 2,963,916 185,3552010/11 3,082,472 189,0622011/12 3,267,420 196,6242012/13 3,528,814 218,2532013/14 3,881,695 253,173

FY On Time Performance2009/10 88%2010/11 90%2011/12 90 %2012/13 95%2013/14 95%


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APPENDIX I


(v) Average Fares ( in equivalent USD) and in constant prices (Base year 2009) to grow below 3% per annum


FY Growth in Tariffs2009/10 -1.5%2010/11 2%2011/12 2%2012/13 2%2013/14 2%


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APPENDIX I




(i) Customer satisfaction level to reach 80% by 2013/14

DER

(ii) Action and response on complaints to be done within three weeks

DER

FY Customer Satisfaction2009/10 70%2010/11 75%2011/12 80%2012/13 80 %2013/14 80%

Action Timeframe (Working

Days)Recording of a Complaint 2 daysAssignment of the Complaint to appropriate Officer

1 day

Gathering of facts 7daysAnalysis of findings 3 daysDraft and approval of appropriate response

3 days


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APPENDIX I

Strategic Objective 4: To facilitate air transport


Undertake effective consultation with stakeholders

(i) Consult with stakeholders at least two times a year

i. Consultation Programme

• 1st Quarter of Financial Year

• 3rd Quarter of Financial Year

DER



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APPENDIX I

DIVISION OF AIR NAVIGATION SERVICESKRA 3: SAFE, ORDERLY AND EXPEDITIOUS FLOW OF AIR TRAFFICStrategic Objective 1: To prevent Aircraft collisions and reduce rate of air traffic incidents by 50% over the five years period from the rate of 2007/08 rate of 0.62

per 10,000 aircraft movements.

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY1. Implement Safety

Management System (SMS) in the air traffic management

(i) Incident rate of 0.31 per 10,000 movements achieved by 2014 i. Reduction in the number of incidents reported per 10,000 movements from 0.62 in 2007/08 to 0.31 in 2013/14

Year Projected Rate

Actual

2007/08 0.622008/09 0.622009/10 0.562010/11 0.502011/12 0.432012/13 0.372013/14 0.31

Division of Air Navigation Services

2. Improve the availability of the Communication, Navigation and Surveillance services

(i) Serviceability of facilities increasing from 92% in year 2007/08 to 94% in year 2013/14

Year Projected Rate

Actual

2007/08 92%2008/09 92%2009/10 92.4%2010/11 92.8%2011/12 93.2%



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APPENDIX I

Strategic Objective 1: To prevent Aircraft collisions and reduce rate of air traffic incidents by 50% over the five years period from the rate of 2007/08 rate of 0.62 per 10,000 aircraft movements.

2012/13 93.6%2013/14 94%

CNS facilities operated at 94% serviceability in 2013/14

New facilities:

6 VHF Extended range stations replaced by June 2010(i) Mbeya, Songwe (including VOR / DME ) December 2010

(Govt funded)(ii) AFTN system JNIA replaced by June 2011(iii) AIS automation System at JNIA replaced by June 2012(iv) AIS automation system at AIS HQs installed by June 2013(v) ADS-B (WB funded) Implemented by June 2013(vi) VOR/DME DOD by June 2014

3. Improve the accuracy and the timely availability of aeronautical information

Accuracy of promulgated aeronautical information increased from 94% in year 2007/08 to 98% in year 2013/14Year Projected Rate Actual2007/08 942008/09 94%2009/10 94.8%2010/11 95.6%2011/12 96.4%2012/13 97.2%2013/14 98%



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APPENDIX I


4. Provide adequate number of trained and proficient staff 260 ANS staff trained in various disciplines by June 2014

ATM2008/09

2009/10

2010/11

2011/12

2012/13

2013/14

Recruit 15 - 15 - 15 -Trained 47 40 40 40 40 40Proficiency 30 35 40 45 50 55

AISRecruit 10 - 10 - 12 -Trained 30 41 40 35 45 50Proficiency - 20 30 20 30 20

CNSRecruit 4 4 4 4 4 4Trained 15 20 18 16 14 17Proficiency - - - - - -

Note: The tabulated figures are based on training slots.



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APPENDIX I


5. Develop and implement Quality Management System in Aeronautical Information services

(i) AIS meets ISO 9001 standards by June 2010 by formulating a Quality Team to produce AIS Quality Management System Manual



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APPENDIX I

Strategic Objective 2: To ensure efficient provision of air navigation services

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY2. Increase the productivity

of the services;(i) Number of aircraft capable of being

handled per operational controller at peak hours at JNIA Tower increased by 20% over the period (base year 2007/08)

(ii) Airspace re-organised by 2011;

(iii) CPDLC, ADS-B, ATS-DS datalink implemented by 2013

(iv) Study on the establishment of the EAC and the SADC UACC/UFIR finalised by 2011

i. Increase in the number of aircraft handled per operational controller during peak hours at JNIA Tower by 20% from 30 per hour in 2007/08 to 36 in 2013/14

Year Projected Rate

Actual

2007/08 - 302008/09 302009/10 31.22010/11 32.42011/12 33.62012/13 34.42013/14 36

Division of Air Navigation Services

3. Increase the cost effectiveness of the services.

(i) ATC delays for IFR aircraft reduced from 12 minutes per movement in the year 2007/08 to 2 minutes in the year 2013/14

Year Projected Rate

Actual

2007/08 - 12 2008/09 122009/10 102010/11 82011/12 62012/13 42013/14 2



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APPENDIX I


STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITY(ii) Airspace re-organised by 2011

(iii) GNSS , CPDLC, ABS-D, ATS-DS datalink implemented by 2013

4. Provide efficient coordination of Search and Rescue Services (SAR) in the Dar es Salaam Flight Information Region

Time taken to accomplish a search and rescue operation after notification of an incident reduced by 50% from 34 hours in 2007/08 to 17 hours in 2013/14

Year Projected rate

Actual

2007/08 34.0 hrs2008/09 34.0 hrs2009/10 30.6 hrs2010/11 27.2 hrs2011/12 23.8 hrs2012/13 20.4 hrs2013/14 17 hrs

(i) A SAR legislation to ensure provision of SAR services is a legal obligation to SAR agencies enacted by 2009;

(ii) ELT database for satellite-aided SAR service established at the RCC by 2010;

(iii) Software for SAR programmes installed at



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APPENDIX I


STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATORS RESPONSIBILITYthe RCC by 2012;

(iv) EAC SAR Agreement operationalized by 2010;

(v) SADC SAR Agreement operationalized by 2011

(vi) The Rescue Coordination Centre at JNIA adequately trained and staffed by 2013

Strategic Objective 3: Strengthen and build capacity of the Civil Aviation Training Centre, CATC


1. Conducive working environment

i. Renovate existing physical facilities i. Increased revenues by 25% each year DCS/PSM/CW/PCATC

2. Construct new CATC complex

ii. CATC house by 2013/14 i. Completion of CATC complex by February 2014.

DCS/PSM/CW/PCATC

3. Acquire Modern Training Facilities

(i) Modern training facilities in operational and approved by 2013/14

(ii) Increase students enrolments by 25% each year

i. Installation of AIS Automation Training Lab by June 2011

ii. Installation of APC/Area simulator by June 2012

DANS/PSM/CCNS/PCATC

4. Develop Human capacity of the CATC

(i) Quality and effective training services i. Recruitment of 6 new instructors by December 2009

DCS/DANS/PCATC



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APPENDIX I

Strategic Objective 3: Strengthen and build capacity of the Civil Aviation Training Centre, CATC

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATOR RESPONSIBILITY(ii) Instructors succession plan in place

(iii) Qualified/certified instructorsii. Development of 3 year instructors’

development plan by July 2009

iii. Recruitment 2nd batch of 6 new instructors by December 2011

iv. Certification of 6 instructors by June 2011

v. Certification of 6 instructors by June 2012



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APPENDIX I

DIVISION OF CORPORATE SERVICES

KRA 4: ORGANIZATIONAL EXCELLENCY

Strategic Objective 1: Maintain a surplus of revenue over operating expenditure

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATOR

RESPONSIBILITY

1. To Integrate billingand Revenue

Collection system

(i) Review cost of Services rendered by September 2009

i. Reduction of debts collection period from 90 days to 60 days;

ii. Liquidity ratio of 2:1

Division of Corporate Services

2. Monitor cost of fixed Assets

(i) Revaluation of Fixed Assets and Review of by March 2010

i. Updated fixed Assets Values Finance Management Unit

3. Review and effectively implement credit policy.

(i) Review TCAA Accounting manual by December 2009

(ii) Credit Policy reviewed by December 2009

i. Clean Financial Audit Report DCS/FM

4. Implement sound internal control system.

(i) Charge fees and levies to regulated services by December 2009

i. Clean Procurement Audit Report.

DCS/FM

5. Establish effective accounting system

(i) Revaluation of Fixed Assets and Review of by March 2010

DCS/FM

(ii) Automate Flight Permit System by June 2010

DCS/DER/FM

(iii) Maintain outstanding debt to the maximum of 60 days only by December 2009

DCS/FM



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APPENDIX I

6. Establish effective costing of services rendered.

(i) Improved charging system by June 2010 i. Improved cash flow and achieving full cost recovery

DCS/FM

Strategic Objective 2: Attract and retain a highly skilled and motivated workforce.


1. Upgrade performance of MIS

(ii) Optimize ICT utilization efficiency by 2012 ii. Improved level of customer satisfaction from 80 % to 90%

Division Corporate Services, Corporate Planning Unit and

2. Staff welfare enhanced (i) Review of salary structure by July 2009 iii. Implementation of the reviewed salary structure by July 2009

Division of Corporate Services, DCS/HRM/TUGHE

(ii) Review staff/Benefits package as July 2009

iv. Implementation of the reviewed staff benefit package by January 2010

Division of Corporate Services,

(iii) Enhanced participatory and harmonious industry relations yearly

v. Enhanced workers harmony by 100% Division of Corporate services, Clerk of Works, SAO

(iv) Client Service Charter promulgated by June 2010

vi. Satisfied employees by 90% and reduction in complains by 50%

All Divisions

(v) Customize HIV/AIDS policy by June 2010 vii. HIV/AIDS Policy in Place and medication assistance

Public Information Unit

3. Staff capacity building (i) New 3 years training programme commences by July 2009Reviewed by 2012

i. Trained Staff2009/2010 1502010/2011 1502011/2012 1502013/2014 120

DCS/HRM



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APPENDIX I

Strategic Objective 2: Attract and retain a highly skilled and motivated workforce.

4. Sufficient Office accommodation

(i) Conducive working environment by June 2010

i. Satisfied employee by 90% and reviewed complaints by 50%

Division of Corporate services, DCS/HRM/TUGHE

5. Promote Corporate image

(i) Enhance positive image through promotion and sensitization

(ii) Strategic Plan, Business Plan, and Budget formulated by March yearly.

ii. Reduction in complains

iii. Public awareness of TCAA Documents in

place

PIO

Directorate of Corporate services and Corporate Planning Unit



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APPENDIX I

Strategic Objective 3: Benchmark the Authority’s services against best practices


1. Implement Quality Management System.

2. Effective Auditing systems established

(i) ISO 9001 certification

1 ANS 2009/102 Authority 2010/113 CATC 2011/12

i. Improved processesperformance and Customer satisfaction by 95% by 2013/2014 apply

Division of Corporate Services

Quality Management Unit

(ii) Annual routine audit visits reports and reduction of audit queries by 80%

(iii) Evaluation of risk assessment and recommend the way to mitigate yearly

(iv) Receipts verification and follow up on Auditors recommendations quarterly

(v) Enhance Corporate Governance

i. A clean Financial Audit Report

ii. A clean Procurement Audit report

iii. Improvement of Performance Standards

iv. Enhanced of rules and regulations

v. Compliance of rules and regulations of the Authority

DG/CIA/Audit Committee

DG/CAI/Audit Committee

DG/CIA/Audit Committee

DG/CIA



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APPENDIX I

Strategic Objective 4: Participate and influence the development of civil aviation regionally and internationally

STRATEGIES SERVICE DELIVERY TARGETS KEY PERFORMANCE INDICATOR RESPONSIBILITY1. Develop human

resources focusing on regional and international demands

2. Support corporate and individual efforts in contributing to the development of the industry at regional and international levels

(i) Effective representation of SADC at the ICAO Council for the 2010 – 2013 triennium

(ii) High level representation at EAC and SADC

i. Presence of Tanzanians in regional and international initiatives increased

DIAF



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APPENDIX II

ACTION PLANS

The following actions will be undertaken to achieve the above strategic objectives.

KEY RESULT AREA 1: Safe and Secure Aviation System.

Action 2009/10 2010/11 2011/12 2012/13 2013/14

1.0 Carry out inspection, certification & surveillance of the civil aviation system

1.1 Review, approve and implement inspection and surveillance programmes

1.2 Increase number of technical staff to meet requirements.1.3 Train and retrain inspectors/auditors to acquire modern skills.1.4 Carry out appropriate procedures for issue/renewal of aviation

personnel licences/certificates.1.5 Ensure technical library contains necessary up to date documents

covering aircraft types on Tanzania register for use by technical staff. 2.0 Review civil aviation regulations, procedures & requirements in

conformity to ICAO SARPS2.1 Set or adopt aviation security standards for equipment, personnel and

services.2.2 Review annually safety and security requirements and guidance

materials.2.3 Document and review regularly relevant guidance materials3.0 Oversee the implementation of accident/incident prevention

programme and Safety Management System3.1 Timely issue of safety bulletins on incidents and accidents.3.2 Analyze regularly causes of accidents/incidents, then define and

recommend prevention measures to the industry.3.3 Ensure air operators, aircraft maintenance organizations and airport



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APPENDIX II

Action 2009/10 2010/11 2011/12 2012/13 2013/14

operators put in place approved safety and security programmes which will prevent incidents (prevention of accidents before they happen)

3.4 Promote reporting of both mandatory and confidential incidents/reportable occurrences.

3.5 Schedule and implement programme for interactive workshop with industry on safety and security regulations and requirements so as to create safety awareness.

4.0 Build technical capacity of the industry4.1 Establish training fund for the training of pilots and Aircraft

Maintenance Engineers.4.2 Train pilots and Aircraft Maintenance Engineers annually4.3 Train 200 Aviation Security Officers annually.5.0 Strengthen Regional initiatives

5.1 Consolidation of CASSOA activities5.2 Complete the Study of the East African GNSS Project 5.3 Institute the implementation of the report of the East African Safety

Project

5.4 Institute the implementation of the report of the East African GNSS Project.

6.0 Establish an industry committee on environment

6.1 Carry out initial assessment of impact of civil aviation on environment

6.2 Review regulations to include environmental aspects and prepare guidance manual on environmental protection



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APPENDIX II

Action 2009/10 2010/11 2011/12 2012/13 2013/14

6.3 Develop market based measures regarding aircraft engine emission.



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APPENDIX II


KEY RESULT AREA 2: Orderly Development of Air Transport Industry

Action 2009/10 2010/11 2011/12 2012/13 2013/14

1.0 Rules/Regulations/ Procedures/Standards for Economic Efficiency and Effective Competition

1.1 Meetings of the Legislative Review Committee1.2 Stakeholders to discuss drafts and provide inputs1.3 Inputs consolidated and drafts sent to AGC and MCT

1.4 Publication by the Govt. Printer2.0 Air Services Licensing2.1 Revise Forms and Procedures2.2 Meetings of the Licensing Committee of the Board2.3 Recruitment of Enforcement Officers3.0 Training on Enforcement and Regulation4.0 Educate and Sensitize Industry4.1 FAL Meetings4.2 Stakeholders’ workshops4.3 Sensitization Seminars4.4 Destination Tanzania Promotion5.0 Ensure Fair competition5.1 BASA Meetings5.2 Enforcement Inspections5.3 Issuing of Operating Permits6.0 Participate in Regional and International Fora6.1 ICAO Meetings6.2 AFCAC/ AU Meetings6.3 SADC Meetings6.4 EAC Meetings7.0 Facilitate International and Regional Initiatives 8.0 Accurate Industry Data Collected and Published8.1 Collect, collate and analyse industry data 8.2 Prepare and distribute Quarterly, Annual Reports 8.3 Carry out Industry Periodical Surveys and Research8.4 Carry out Bi-annual Industry Evaluation


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APPENDIX II



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APPENDIX II

KEY RESULT AREA 3: Safe, Orderly and Expeditious Flow of Air Traffic

Action 2009/10 2010/11 2011/12 20012/13 2013/14

1.0 Provision of Services1.1 Continue with current services1.2 Provision of new services1.3 12 Hr ATS to be provided at Songwe / Mbeya Airport1.4 12 Hr AIS to be provided at Songwe /Mbeya Airport

1.5 12 Hr AIS to be provided at Kigoma 1.6 12 Hr AIS to be provided at Mtwara 1.7 24 Hr AIS Service at Mwanza and Zanzibar2.0 Recruitment of new staff2.1 Recruit 20 ATM staff 2.2 Recruit 22 AIO trainees

2.3 Recruit 10 ANEs3.0 Train as per TP 4.0 Participate in Regional and International Forum4.1 ICAO Meetings4.2 SADC Meetings4.3 EAC Meetings5.0 Performance audit6.0 Replacement of equipment as per equipment replacement plan6.1 Songwe facilities6.2 VOR / DME Mbeya6.3 VOR / DME Dodoma6.4 Six VHF extended relay stations 2009/10



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APPENDIX II

Action 2009/10 2010/11 2011/12 20012/13 2013/14

6.5 VCCS Zanzibar6.6 ILS Zanzibar6.7 VCCS JNIA6.8 AIS System6.9 ATIS System6.10 Implementation of ADS B6.11 ILS Mwanza6.12 AFTN System6.13 ILS Songwe6.14 AWOS JNIA6.15 FDPS System6.16 VCCS System Mwanza6.17. PBN implementation 6.18. Maintenance of equipment6.19 Purchase of equipment spares6.20. Flight check of Navaids7.0. Review / update Documentations 8.0 SMS fully implemented 9.0 Implement ISO 9001 (QMS) for ANS/Authority/CATC 9.1 Conduct study on implementation of AIP/MAP Automation 9.2 Implement AIS Automation to support migration to AIM10.0 Conduct study on migration from leased line to VSAT 11.0 Determine costing of ANS12.0. Submission of Performance Reports13.0. Establishment of EAC UACC



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APPENDIX II

KEY RESULT AREA 4: Organizational Excellency

Action 2009/10 2010/11 2011/12 2012/13 2013/14

1.0 Maintain a surplus of revenue over operating expenditure

Review cost of services rendered by September 2009

Revaluation of fixed assets and review of by March 2010

Review TCAA Accounting Manual by December 2009

Charge fees and Levies to regulated services by December 2009Credit Policy reviewed by December 2009

Automate Flight Permit system by June 2010

Maintain outstanding debt to the maximum of 60 days only by December 2009

1.1 Attract and retain a highly skilled and motivated labour forceImplementation of the Reviewed staff benefit Package by July 2009Staff to be sensitized on labour laws and Staff regulation procedures by December 2009New Three years Training Programme implementation by July 2009Customize HIV/AIDS Policy by June 2010



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APPENDIX II

Action 2009/10 2010/11 2011/12 2012/13 2013/14

Client Service Charter promulgated by June 2010

Conducive working environment by June 2010

Maintenance of Aviation House

Optimize ICT utilization

Strategic Planning, Business Plan and budget formulated yearlyEnhance Positive Image through promotion and sensitization

1.3 Bench mark the Authority’s services against best practises

ISO 9001 certification

Annual routine audit visits reports and reduction of audit queries by 80%Evaluation of risk assessment and recommend the way forward to mitigateReceipts verification and follow up on Auditors recommendationsAttending training and seminars local and abroad

Quarterly audit reports to the audit committees

Adhoc audit visits

Enhance Corporate Governance



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APPENDIX II

Action 2009/10 2010/11 2011/12 2012/13 2013/14

1.4 Participate and Influence development of civil aviation regionally and internationallyAssistance provided by ICAO to African states including Tanzania through such programmes like AFI comprehensive safety implementation Programme (ACIP)

1.5 Strengthen and build capacity of the Civil Aviation Training CentreCATC house by 2013/14

Modernised Training facilities in operation by 2013/14



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ANNEX I

EQUIPMENT REPLACEMENT PLAN 2009-2014

S/N Fa

cility

Qty

Installation Sta

tus

Co

st

000

Replacement Year and Replacement Cost in USD

000

Life Equipment Limit

2009/10 2010/11 2011/12 2012/13 2013/141 ARUSHA

AIRPORT0 0 0 0 0

1.1 VHF Tran receivers Walter Dittel FSG-70 Marconi RC-666

01 1988 ‘S’ 30.00 0 0 0 0 2008

1.2 VHF Tran receivers Jotron

01 2008 ‘S’ 30.00 0 0 0 0 0 2028

1.3 Radio Beacon AR (SS-250 CVS)

01 1991 ‘S’ $22.00 0 0 0 0 0 2006

1.4 Aldus lamp GBP 4 0 4.0 0 0 01.5 Binocular 01 2008 $0.7264 0 2.50 0 0 0 20181.6 VHF TWR /APP

Transmitters02 0

13.000 0 0

20251.7 VHF TWR /APP

VHF Receivers02 0 10.00 0 0 0

20251.8 Distress VHF

TX/RX02 0 0 23.00 0 0 2026

1.9 Back Up /Alt Power Supplies

01 2007 200.00 Shs

0 0 0 0 0 2022



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ANNEX I

Installation1.10 Relocation Of

Arusha NDB0 0 0 0

• Power Back Up Solar System

28.00 0 0 30.00 0 0

• Antenna Materials

20.00 0 0 20.00 0 0

• EquipmentShelter

12 .00 0 0 12.00 0 0

• Perimeter Fencing

14000Tsh. 0 0 14.00 0 0

1.14 Air Conditioners 02 1998 Aged $0.90 0 0 5.00 0 0

1.15 Voice Recorder 01 Planned 346.00 0 0 0 01.16 Aldis lamp 4.00 0 0 0 0

2 JNIA 0 0 0 0 02.1 NDBs 0 0 0 0 0

2.1.1 DS (SS-250 CVS)

01 1990 ‘S’ $22.00 0 63.00 0 0 0 2022

2.1.2 DR (SS-800AVS)

01 1988 ‘S’ $22.00 63.00 0 0 0 0 2003

2.1.3 DM (SS-250 CVS)

01 1990 ‘S’ $22.00 0 0 63.00 0 0 2005

2.2 Antenna Masts Rehabilitation

2011 Planned 0 10.00 0 0 0 2015

2.3 VHF RADIO EQUIPMENT

01 0 0 0 0 0

2.3.1 VHF 119.6 Mhz Trans-Receiver

01 1998 ‘S’ $04000 30.00 0 0 0 0 2013



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ANNEX I

Walter Dittel FSG-70

2.3.3VHF 121.8 Mhz Trans-Receiver Walter Dittel FSG-70

01 1994 ‘S’ $40.00 30.00 0 0 0 0 2008

2.3.4 VHF Trans receivers Jotron

01 2008 ‘S’ $30,000 0 0 0 0 0 2028

2.4 VCCS 01 2003 ‘S’ 0 450.00 0 0 0 2012

2.5 AFTN 01 2003 ‘S’ 1,200.00 USD

0 0 1,500.00 0 0 2013

2.6 AIS JNIA and AIS HQs

04 2003 ‘S’ 700.00 USD

0 1,600.00 0 0 0 2013

2.7 FDPS 01 2003 ‘S’ 400.00 USD

0 0 0 0 600.00 2013

2.8 Voice Recorder 01 2009 Planned 346.00 USD

0 0 0 0 0 2029

2.9 ATIS 01 2003 ‘S’ 70.00 USD 0 0 0 86.00 0 20122.10 VSAT 01 2008 ‘S’ 1,800.00

USD0 0 0 0 0 2020

2.11 VHF Extended Range System(TELERAD)

01 1993 ‘S’ $451.90 650.00 0 0 0 0 2010

2.11.1 VHF transmitters 06 1993 ‘S’ 0 0 0 0 0 2010

2.11.2 VHF Receivers 06 1993 ‘S’ 0 0 0 0 0 20102.11.3 RC Units 06 1993 ‘S’ 0 0 0 0 0

20102.11.4 Distress VHF 01 0 0 23.00 0 0 2027



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ANNEX I

TX/RX SET2.12 Backup power -

Radar01 2002 ‘S’ 30.00

Shs0 0 0 45.00 0 2012

2.13 Voltage regulator

01 2008 ‘S’ 2,500.00 Shs

0 0 0 0 0 2018

2.14 AWOS 01 2003‘S’

400.00 USD

0 0 0 0 600.00 2013

2.15 ADS-B 01 2013 Planned 2,150.00 0 0 0 2,150.00 02.16 Motor vehicle 10 ‘S’ 200 40.00 40.00 40.00 40.00 40.002.17 Furniture 01 2001 ‘S’ 0 100.00 0 0 0 2010

2.18 Aldis lamp 4.00 0 0 0 03 DODOMA

AIRPORT01 0 0 0 0 0

3.1 NDB Radio Beacon (SS-800AVS)---------------- KHz

01 2009 Planned 63.00 0 0 0 0 0 2024

3.2 VOR/DME…… MHz

01 2014 Planned 0 0 0 0 1,067.87

3.2.1 Civil works 0 0 0 0 70.00

3.2.2 Electrical works 0 0 0 0 150.00

3.2.3 Project management

0 0 0 0 35.00

3.3 NDB Monitor 01 2008 ‘S’ 4,550.00Shs

0 0 0 0 0 2023

3.4 Aldis Lamp 01 ‘S’ GBP 0.150 0 4.00 0 0 0



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ANNEX I

3.5 Binoculars 01 2008 ‘S’ $0.7264 0 0 0 0 0 2023

3.6 Distress VHF TX/RX

01 SET

Planned 0 23.00 0 0 0

3.7 Antenna Farm Fencing

01 2010 Planned 14,000 0 14 0 0 0 2025

4 IRINGA AIRPORT

0 0 0 0 0

4.1 VHF Trans-Receiver Walter Dittel GmbH FSG 70PS

01 1993 ‘S’ 0 30.00 0 0 02008

4.2 NDB Radio Beacon (SS-800AVS) --- KHz

01 1991 ‘S’ $22.00 0 63.00 0 0 0 2025

4.3 Solar installation 01 1998 ‘S’ 26.00 USD 0 0 0 30.00 0 20134.4 Aldis Lamp Very old ‘S’ GBP 1.50 4.00 0 0 0 0 2024

4.5 Binoculars 01 $0.72640

2.50 0 0 0 2001

4.6 Generator 01 Planned 30,000 30.00 0 0 0 05 KIGOMA

AIRPORT0 0 0 0

5.1 VHF Trans-Receiver Walter Dittel GmbH FSG-70

01 1988 ‘S’ 8.00USD

0 30.00 0 0 0 2005

5.2 VHF Tran 01 2008 ‘S’ 3,5767.36 0 0 0 0 0 2023



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ANNEX I

receivers Jotron Shs


01 SET

0 0 0 23.00 0 2035

5.4 NDB Radio Beacon (SS-800AVS) 394.00 KHz

01 1991 ‘S’ 63.00 0 0 0 0 2023

5.4 Binoculars 01 2008 ‘S’ $0.724 0 0 0 0 0 2023

5.5 NDB Monitor 01 2008 ‘S’ 4,550.00Shs

0 0 0 0 0 2023

Aldis lamp 4.00 0 0 0 06 MBEYA

AIRPORT 0 0 0 0 0

6.1 DVOR/DME 01 2012 Planned 1,067.874

0 0 0 0

6.2 Civil works 01 70.00 0 0 0 06.3 Electrical works 01 150.00 0 0 0 0

6.4 Project management

01 10.000 0 0 0 0

6.5 NDB Radio Beacon (SS-800 AVS) 320.00 KHz

01 1990 ‘S’ 0 0 63.00 0 0 2008

6.6 Binoculars 01 2010 $0.7264 0 2.50 0 0 0 20256.7 Generator 01 Planned 30.00 30.00 0 0 0 06.8 Distress VHF

TX/RX01

SETPlanned 0 0 0 0 23.00



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ANNEX I

6.9 ILS Songwe 01 Planned 0 0 0 0 800.00

6.10 Aldis Lamp 4.00 0 0 0 07 MTWARA

AIRPORT0 0 0 0 0

7.1 VHF TRAN ReceiversWalter Dittel FSG-70

01 1990 ‘S’ 30.00 0 0 0 0 2005

7.2 VHF TRAN Receivers

01 1990 ‘S’ 0 30.00 0 0 0 2005

7.3 RADIO Beacon (SS-1000 AVS)

01 1986 ‘S’ 63.00 0 0 0 0 2001

7.4 BINOCULARS 01 2008 ‘S’ 900USD 0 0 0 0 0 2023

7.5 VHF DISTRESS121.50 MHz

01 2008 ‘S’ 11,910,150Shs

0 0 0 0 0 2023

7.6 Aldis Lamp 4.00 0 0 0 07.7 MWANZA

AIRPORT0 0 0 0 0

7.8 VCCS 01 Planned 400.00 0 0 0 0 400.00

7.9 DVOR/DME System

01 2009 Planned 0 0 0 0 0 2024

7.10 VHF 121.5 Mhz Rx(Rohde & Schwarz)

01 1999 7.50. 0 0 0 0 10.00 2024

7.11 DISTRESS VHF TX/RX

01 SET

0 0 23.00 0 0 2027



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ANNEX I

7.12 ILS 01 Planned 0 0 800.00 0 07.13 VHF Tran

receivers01 2010 Planned 15.00 0 0 0 15.00 0

7.14 Recorder 01 2007 ‘S’ 0 0 0 0 0 20227.15 Radio Beacon

(SS-800 AVS) 01 1988 ‘S’ $19.00 0 63.00 0 0 0 2003

7.16 Binoculars 01 2008 ‘S’ $0.72640 0 0 0 0 0 20237.17 Aldis lamp 4.00 0 0 0 0

8 MUSOMA AIRPORT

0 0 0 0 0

8.1 Radio Beacon (SS-800 AVS)

01 1988 ‘S’ $19.00 63.00 0 0 0 0 2003

8.2 PEMBA AIRPORT

0 0 0 0 0

8.3 Radio Beacon (SS-800 Avs)

01 1991 ‘S’ 22.00 USD0

0 0 0 0 2008

8.4 VHF Tran receivers(Walter Dittel FSG –70)

02 1990 ‘S’ $8.00 0 30.00 0 0 0 2025

8.5 Aldis Lamp 01 Very old ‘S’ GBP 1.500 4.00 0 0 0 08.6 Binoculars 01 2008 ‘S’ $0.72640

00 0 0 0 2023

8.7 NDB monitor 01 2008 ‘S’ 4,550.00Shs

0 0 0 0 0 2023

8.8 Perimeter Fencing

2009 Planned 14,000Shs

14.00 0 0 0 0 2025

9 SONGEA AIRPORT

0 0 0 0 0 0

9.1 Radio Beacon (SS-800 Avs)

01 1`991 ‘S’ $22.00 63.00 0 0 0 0 2008



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ANNEX I

9.2 VHF Tran receivers(Walter Dittel FSG –70)

02 1990 ‘S’ $8.00 15.00 0 0 0 0 2025

9.3 VHF Distress 121.5

01 2008 ‘S’ 11,910.Shs

0 0 0 0 0 2023

9.4 Aldis Lamp 01 Very old Planned GBP 1.50 4.00 0 0 0 0 20259.5 Binoculars 01 2008 ‘S’ 9.00 USD 0 0 0 0 0 202310 TABORA

AIRPORT0 0 0 0 0

10.1 Radio BeaconSS-250

01 1991 ‘S’ $22.00 63.00 0 0 0 0 2008

10.2 VHF Tran receivers (Walter Dittelk Fsg-70)

01 1990 Planned 15.00 0 0 30.0 0 0 2023

10.3 Security Of Installed Facilities

01 2010 Planned 14,000.00Shs

10.00 0 0 0 0 2025

10.4 Aldis Lamp 01 ‘S’ GBP 1.50

4.00 0 0 0 0

10.5 Binoculars 01 Very old ‘S’ 0 0 0 2.50 0

10.6 TANGA AIRPORT

0 0 0 0 0

10.7 VHF Trans-Receiver Walter Ditel GBH FSG PS

01 1990 ‘S’ $4.00 0 8.00 0 0 0 2008

10.8 VHF Jotron TX/RX

01 2008 ‘S’ 15.00 0 0 0 0 0 2023

10.9 Radio Beacon 01 1993 ‘S’ $22.00 63.000 0 0 0 0 2008



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ANNEX I

SS-25010.10 NDB monitoring 01 2008 ‘S’ 4.550

Shs0 0 0 0 0 2023

10.11 Aldis Lamp 01 Very old ‘S’ GBP 1.50 4.00 0 0 0 010.12 Security Of

Installed Facilities

01 2010 Planned 14000 0 14.00 0 0 0

10.13 Binoculars 01 Very old Planned $0.72640 0 0 2.5 0 0

11 ZANZIBAR AIRPORT

0 0 0 0 0

11.1 ATC Console 01 2010 Planned 25.00 0 25.00 0 0 0 202411.2 VHF TRX (118.1

Mhz Walter DittelFSG-70)

02 2008 ‘S’ 30.00 0 0 0 0 0 2023

11.3 Radio Beacon(SS-250 CVS)

01 1992 ‘S’ $13.30 0 0 63.00 0 0 2007

11.4 VHF 119.6 MHzMain tx

01 1993 Planned $6.00 0 65.000

0 0

11.5 VHF Jotron TX/RX

04 2007 ‘S’ 143.440 Shs

0 00

0 0 2022


01 SET

0 0 23.00 0 0 2027

11.7 CVOR/DME 01 2007 ‘S’ + 0 0 0 0 0 2022

11.8 Recorder 01 2007 ‘S’ 0 0 0 0 0 202211.9

Signal Lamp01 Very Old ‘S’ GBP 1.50 0 4.00 0 0 0

11.10 Binoculars 01 2007 ‘S’ 0.900 USD 0 0 0 0 0 202211.11 Zanzibar ILS 01 2014 Planned 800.00 0 800.00 0 0 011.12 Aldis lamp 4.00 0 0 0 0



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ANNEX I

11.13 VCCS Planned 400.00 0 0 0 0

12 Central Workshop

01 0 0 0 0 0

12.1 Various test equipment, maintenance support and spares

01 Planned 80.00 90.00 70.00 50.00 0

13 Rehabilitation Towers

0 0 0 0 0

13.1 JNIA 01 2009 Planned 25.00 0 0 0 0Grand total 2,315.87

43,490.5 2,781.5 2,441.5 3,795.870

Exchange rate of Shs 1,300 = 1 USD



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TCAA ORGANISATION STRUCTURE APPENDIX III



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APPENDIX IV

1. FINANCIAL PROFILE

PROFORMA INCOME AND EXPENDITURE ACCOUNT FOR YEAR ENDING JUNE 30,2014 (all figures in '000)

PARTICULARSAUDITED ACCOUNTS

PROJECTED BUDGETED

INCOME & EXPENDITURE

BUDGETED INCOME &

EXPENDITURE

BUDGETED INCOME &

EXPENDITURE

BUDGETED INCOME &

EXPENDITUREBUDGETED INCOME

& EXPENDITURE 30-Jun-09 30-Jun-10 30-Jun-11 30-Jun-12 30-Jun-13 30-Jun-14 AMOUNT AMOUNT AMOUNT AMOUNT AMOUNT AMOUNT

NET REVENUE 17,534,639 19,455,

797 21,287

,690 22,139,198 23,024,

766 23,945,7

56

OTHER INCOME 582,913 594,

614 535

,202 561,962 590,

060 619,5

63

SUB TOTAL 18,117,552.00 20,050,

411 21,822

,892 22,701,160 23,614,

826 24,565,3

19 LESS:

STAFF COSTS 6,080,139 7,825,

392 9,002

,977 9,273,066 9,551,

258 9,837,7

96 OPERATING & ADMIN EXPENSES 9,304,400

9,227,587

10,371,109 10,578,531

10,790,102

11,113,805

FINANCE(COSTS)/INCOME-NET -1,045,870

1,317,308

2,008,103 2,068,346

2,130,396

2,236,916

SUB TOTAL 14,338,669 18,370,

287 21,382

,189 21,919,944 22,471,

757 23,188,5

17

SURPLUS FOR THE YEAR 3,778,883 1,680,

124 440

,703 781,216 1,143,

069 1,376,8

02

SURPLUS(DEFICIT) B/ F 12,677,831 16,456,714 18,136,838 18,577,541 19,358,757 20,501,8

26 SURPLUS(DEFICIT)C/ F 16,456,714 18,136,838 18,577,541 19,358,757 20,501,826 21,878,628



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APPENDIX IV

PROJECTED BALANCE SHEET AS AT 30.06.2014 (All figures in ‘000

PARTICULARSAUDITED ACCOUNTS

PROJECTED B/SHEET

PROJECTED B/SHEET

PROJECTED B/SHEET

PROJECTED B/SHEET PROJECTED B/SHEET

30.06.2009 30.06.2010 30.06.2011 30.06.2012 30.06.2013 30.06.2014

NON CURRENT ASSETS 14,051,7

69.00 22,002,189.00 23,4

54,700 24,627,435 25,858,807 27,100,723.44

RECEIVABLES 3,755,9

39.00 3,793,498.39 3,7

17,628 3,531,747 3,355,160 3,187,401.67

CASH AND BANK 15,169,8

27.00 11,200,847.61 9,7

41,087 7,783,332 6,155,330 5,847,563.12

CURRENT ASSETS 18,925,7

66.00 14,994,346.00 13,4

58,715 11,315,079 9,510,489 9,034,964.79

TOTAL ASSETS 32,977,5

35.00 36,996,535.00 36,913,

415.00 35,942,514 35,369,296 36,135,688

EQUITY & LIABILITIES

CAPITAL RESERVES 23,159,3

00.00 25,475,230.00 25,9

15,933 26,697,149 27,840,218 29,217,020

NON CURRENT LIABILITIES

7,212,465.00 8,654,958.00

7,414,548

5,304,138 3,193,728 1,083,318

CURRENT LIABILITIES 2,605,7

70.00 2,866,347.00 3,5

82,934 3,941,227 4,335,350 5,835,350

TOTAL EQUITY & LIABILITIES

32,977,535.00 36,996,535.00

36,913,415

35,942,514 35,369,296 36,135,688



CORPORATE PLANNING

Revision: 0



APPENDIX IV

SUMMARY OF CASH FLOW FOR FINANCIAL YEAR 2010/11

Item Projection 30.06.2010 Budget for FY

2010/11

Increase (Decrease)

“000” “000” “000”Internal Revenue 20,050,411 21,822,892 1,772,481Special Account

Fund

2,567,247 3,727,458 1,160,211

Sub Total 22,617,658 25,550,351 2,932,693Operating

Expenditure

18,444,287 21,382,189 2,937,902

Capital Expenditure 4,173,371 4,168,162 5,209Sub total 22,617,658 25,550,351 2,932,693
